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| What?s New | |
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| A Consultant by Any Other Name . | |
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| Some Definitions and Distinctions | |
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| Consulting Skills Preview | |
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| The Promise of Flawless Consultation | |
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| Techniques Are Not Enough | |
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| Beyond Content | |
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| The Consultant?s Assumptions | |
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| The Consultant?s Goals | |
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| Roles Consultants Choose | |
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| Collaboration and the Fear of Holding Hands | |
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| Stating the Client?s Involvement--Step by Step | |
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| Checklist # 1. Assessing the Balance of Responsibility | |
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| Flawless Consulting | |
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| Being Authentic | |
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| Completing the Requirements of Each Phase | |
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| Results | |
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| Accountability | |
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| The Right to Fail | |
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| Contracting Overview | |
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| Contracting--The Concept and the Skill | |
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| Contracting Skills | |
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| Elements of a Contract | |
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| Checklist # 2. Analyzing One of Your Contracts | |
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| Ground Rules for Contracting | |
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| The Contracting Meeting | |
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| Who Is the Client? | |
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| Navigating the Contracting Meeting | |
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| When You Get Stuck | |
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| The Problem with Saying No | |
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| Contracting Checkpoint | |
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| Checklist #3. Planning a Contracting Meeting | |
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| Selling Your Services--Good Selling Is Good Contracting | |
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| The Meeting As a Model of How You Work | |
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| Closing the Contracting Meeting | |
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| After the Contracting Meeting | |
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| Checklist # 4. Reviewing the Contracting Meeting | |
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| The Agonies of Contracting | |
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| Dealing with Low Motivation | |
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| Ceaselsss Negotiation--The Shifting Tide of Your Role | |
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| Some Other Specific Agonies | |
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| The Virtual World | |
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| The Internal Consultant | |
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| Important Differences between Internal and Externam Consultants | |
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| Triangles and Rectangles | |
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| Understanding Resistance | |
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| The Faces of Resistance | |
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| What Are Clients Resisting When They Are Resisting Us? | |
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| Underlying Concerns | |
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| Sometimes It Is Not Resistance | |
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| The Fear and the Wish | |
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| Ogres and Angels | |
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| And Heroics | |
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| Dealing with Resistance | |
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| Three Steps | |
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| Don?t Take It Personally | |
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| Good Faith Responses | |
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| Consulting with a Stone | |
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| From Diagnosis to Discovery | |
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| It Is Still the Relationship That Counts | |
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| The Call to Action | |
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| The Problem Is Not the Problem | |
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| How the Problem Is Being Managed | |
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| Flawless Discovery.11 Whole System Discovery | |
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| Third-Party Consulting | |
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| Takng a Whole-System Approach | |
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| Putting Whole-System Discovery to Work | |
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| The Payoff | |
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| Discovering Gifts, Capacities and Possibilities | |
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| When All Else Fails | |
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| The Power of Positive Deviance | |
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| The Implications for Consulting | |
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| An Example of What Is Working | |
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| Get the Picture | |
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| The Steps in Getting the Picture | |
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| A Word about Bias | |
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| Assessing How the Situation Is Being Managed | |
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| The Discovery Interview | |
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| Levels of Analysis | |
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| Your Experience As Data | |
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| Checklist # 5. Planning a Discovery Meeting | |
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| Checklist # 6. Reviewing the Discovery Meeting | |
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| Preparing for Feedback | |
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| A Clear Picture May Be Enough | |
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| Condensing the Data | |
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| Some Do?s and Don?ts | |
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| Language in Giving the Picture | |
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| Presenting the Picture . . . As Courtroom Drama | |
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| Support and Confrontation | |
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| Managing the Meeting for Action | |
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| How to Present the Picture | |
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| Structuring the Meeting | |
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| The Meeting for Action--Step by Step | |
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| A Recap | |
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| Resistance in the Meeting | |
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| Checklist # 7. Planning a Meeting For Action | |
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| When the Group Is at Odds among Themselves | |
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| Checklist # 8. Reviewing the Meeting | |
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| Modeling the Meeting | |
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| Implementation | |
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| Choosing Engagement over Installation | |
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| Deciding Doesn?t Get It Done | |
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| The Case Against Installation | |
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| Betting on Engagement | |
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| Elements of Engagement | |
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| The Meeting Is the Message | |
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| Eight Ways to Engage | |
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| The Point | |
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| Checklist # 9. Preparing for Implementation | |
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| Checklist # 10. Reviewing an Implementation Event | |
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| Consultant As Teacher | |
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| The Story | |
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| Assumptions about Motivating Students | |
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| The Reality | |
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| Taking a Consultant?s Stance | |
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| The Trip to Washington, DC | |
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| The Choice in the Matter | |
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| The Heart of the Matter | |
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| Choosing Learning over Teaching | |
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| Learning As a Social Adventure | |
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| The Struggle Is the Solution | |
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| The Question Is More Important Than the Answer | |
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| Beyond How | |
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| Insight Resides in Moments of Tension | |
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| Capacities Bear More Fruit Than Deficiencies | |
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| We Are Responsible for One Another?s Learning | |
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| Culture Changes in the Moment | |
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| If Change Is So Wonderful, Why Don?t You Go First? | |
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| The Final Question Is One of Faith | |
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| Suggestions for Further Reading | |
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| Acknowledgements | |
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| About the Author | |
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| About Designed Learning | |
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| Index | |